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This study aims to examine the underlying mechanism of buyer–seller ties and salespeople’s performance. Also examined was the moderating effects of the density of the customer network in which the salesperson is embedded.

The study developed a framework incorporating five key variables: strength of ties, network benefits, network density, sales effectiveness and sales revenue. The framework was tested using data from insurance companies in China.

Process regression and stepwise regression results indicated that information, influence and solidarity benefit will mediate the effects of strength of ties on sales effectiveness both when taken as a set and separately. Information, influence and solidarity benefit will mediate the effects of strength of ties on sales revenue when taken as a set, but only influence will mediate the effect separately. In addition, the positive relationship between strength of ties and solidarity benefit is weaker when network density is high.

Sales managers should initiate trainings and workshops about how to obtain high-quality information from customers, improving influencing power and establishing solidarity with customers. Moreover, salespeople should avoid conducting business with a group of customers if they are densely connected to one another.

On the one hand, this study contributes to the underlying mechanism research on buyer–seller ties and sales performance. On the other hand, it contributes to the contingency research on sales performance and the development of social network theory.

The reality of today’s business world is based both on cooperation and competition, or coopetition. There is, however, a lot of diversity within the field of coopetition research, and the research within this field is moreover only at an emerging stage. The purpose of this study is to explore the nature of coopetition by recognizing actor and operational levels of coopetition. The nature of the paper is conceptual. The findings of the paper show that most of the previous research about coopetition has been on an interfirm level – that is, related to cooperation between companies. Further, it is possible to argue that the studies have mostly focused on cooperation between competitors. In the majority of the existing studies, coopetition is treated as a strategy, and not as something natural. The theoretical contribution of this paper is that it gives scholars within the area of coopetition a broad theoretical background, which is useful for future research. From a managerial perspective, the findings demonstrate the multifaceted nature of coopetition.

The objective of this paper is to propose a process through which channel stakeholders interact with one another to adopt a buyer‐seller technology with the purpose of improving the efficiency of their supply chain. The paper seeks to examine how ongoing business relationships between channel stakeholders influence the process of buyer‐seller technology adoption.

The paper extends the technology acceptance model (TAM) to dyadic adoption behaviour by incorporating a social network perspective for buyer‐seller relationships.

Buyer‐seller technology adoption occurs at multiple levels throughout a supply chain network. Although each channel stakeholder forms its own behavioural intention to adopt a new enterprise technology, actual adoption occurs at the dyadic level between two channel stakeholders. Network embeddedness and resource dependence can influence the individual firm and dyadic processes of buyer‐seller technology adoption.

The results of the study imply that successful implementation of a buyer‐seller technology requires attention to the relationships between channel stakeholders as well as each channel stakeholder's internal needs and capability of adopting the technology.

The paper offers a social network perspective of buyer‐seller behaviour when adopting a new technology. The model provides a framework through which the impact of internal and relational factors on technology adoption behaviour can be examined systematically at the dyadic level of supply chain relationships.

Notes buyer‐seller interdependence is crucial to industrial marketing — industrial firms establish buyer‐seller relationships of the close kind and long term. Examines buyer‐seller nature in industrial markets by considering development as a process through time, it is based on ideas from the IMP Project. Analyses the process of establishment and development of relationship over time by considering stages in revolution. Notes also that this process described herein does not argue the inevitability of relationship development. Discusses the pre‐relationship stage: the early stage; the development stage; the long‐term stage; and the final stage with points to debate. Describes how the development of buyer‐seller relationships can be seen as a process in terms of: the increasing experience of the two companies; reduction in their uncertainty and the distance between them; growth of both actual and perceived commitment; formal and informal adaptation to each other and the investments and savings involved. Finally, states it is important to emphasize that companies should examine existing relationships according to the potential and stage of development.

Three types of industrial buyer-seller relational process models are available: joining theory, stage theory, and state theory. However, historically, these models have developed based on the knowledge and cultural context of the Western world. Several researchers note that national culture may have an impact on international industrial buyer-seller relationships. Including culture in the models is highly important, especially as the business environment is increasingly more global and different countries have different business cultures. The goal of this paper is to define the most suitable industrial buyer-seller relational process models for describing relationships in various contexts. The paper includes a through literature review and a single case study in order to reach this objective. A new state theory model evolved during the research. It consists of two beginning states: searching and starting; four purely middles states: constant/static, decline, growth, and troubled; and a purely end state: termination. The state of dormant/inert is both a middle state and an end state, that is, when the relational actors are not in contact does not mean that the relationship has ended, but instead, for example, new legislation may have been implemented, which requires the actors to evaluate their relationship and its future. A relationship goes through the two beginning states in the order mentioned above, but after that, any state may occur.

The industrial buyer-seller relational process models from the Eastern and Western worlds have not been combined. The Western world has dominated the development of the models, while there exist only a very limited amount of guanxi development models from the East. This paper is exploratory in nature, focusing on combining the development of these two worlds into one intercultural model. Four case relationships verify the proposed model.

This paper focuses on only one cultural context outside of the West, that is to say, China. In order to justify the model to be completely an intercultural one, research in other cultural contexts is necessary.

The paper reports on an exploratory study aimed at analysing a series of independent variables derived from international industrial marketing and channel management literature.

The respondents represent a number of dyadic business‐to‐business relationships of different duration, and involve firms of different size (multinational enterprise buyers and their corresponding medium sized enterprise suppliers).

Initial findings support much of the extant literature on relationship marketing, demonstrating that certain aspects of a relationship tend to change over time. In particular, the study revealed that: there is a high degree of optimism associated with dyadic relationships at early stages, and these are characterised by both parties having high initial perceptions of the relationship; in mid‐term relationships some negativity maybe apparent, where certain aspects regress; and in long‐term situations, there is a tendency for relationships to be well structured, and these are particularly highly perceived among both exchange parties.

The research approach shares those benefits as well as limitations associated with earlier empirical investigations. That is a trade‐off in favour of undertaking dyadic exploration, than administering large samples and data sets. As a consequence of the sample size, some caution should be exercised when interpreting these findings.

Firms need to pay particular attention to relationships of differing time duration. This is because specific aspects of relationships may not develop in a uniform direction.

The research attempts to unravel the complexities and difficulties associated with obtaining data of a dyadic perspective for a significant number of relationships of different length. Such studies that map the evolvement of buyer‐seller relations over time are rare.

Drawing on the resource-advantage theory, the authors examine the effect of import managers' cultural intelligence (CQ) on their foreign counterpart's psychic distance and relational performance.

Survey data collected from 228 Nigerian automobile import managers were analyzed using structural equation modelling (SEM) to examine the relationship among the study variables. The measure of CQ in this study comprises metacognitive and motivational CQs to examine the relations between metacognitive and motivational CQs on psychic distance and their ultimate effect on relational performance.

This study suggests that metacognitive CQ reduces the effect of psychic distance in buyer–seller exchange relationships, and in the presence of a low-level psychic distance, relational performance increases. Confirming the intervening role of CQ on performance relationship, the study highlights the role of CQ and its influence on psychic distance in facilitating (or impeding) relational exchanges in international buyer–seller transactions.

The authors present the concept of CQ as a human capital that has the potential to improve managerial relational performance. The authors go further to advance the potential significance and relevance of CQ in improving international buyer–seller exchanges.

In the current highly competitive marketing environment, there are few situations in which customers attempt to build and maintain relationships with marketers. In large‐format retail situations, customers maintain a non‐personal association with the store and personal relationships with salespersons. By contrast, many customers in developing countries such as India build and maintain long‐term relationships directly with the small‐scale retailers, who happen to be the owners as well as the salespersons of the store. The purpose of this paper is to focus on customer dependence on the retailer, a rare phenomenon which is evident in rural areas of India even today.

The paper is based on an empirical study of a buyer‐seller relationship between a farmer and a chemical fertilizer retailer, which is a common interpersonal business constellation in India.

The paper identifies the determinants of customer dependence as customer perceived market uncertainty, product importance and product familiarity. The paper also explains the positive effects of customer dependence on customer trust.

Traditionally, customer dependence is viewed as a structural constraint in relationship outcomes. The effect of customer dependence on power, control and opportunistic behavior in the buyer‐seller relationship context is well researched. This paper applies an interpersonal trust‐development perspective and views customer dependence as a positive relationship construct and fills an apparent gap in research on customer dependence in the context of the interpersonal buyer‐seller relationship.

Research on the behavioural aspects of buyer‐seller relationships, although sizeable, is too heterogeneous and fragmented to yield complete and conclusive insights as to the inter‐relationships of the basic parameters involved. This article attempts to put together extant knowledge on the subject under an integrated conceptual model comprising ten key behavioural constructs.

A total of 24 theoretically‐anchored hypotheses are developed, indicating possible positive or negative associations among the constructs of the model. Based on input received from 122 producers of industrial goods, the proposed model is empirically tested using structural equation modelling.

Of the hypothesized associations examined, 16 were found to be statistically significant and in the right direction, two were significant but in the opposite direction, while the remaining six were not validated. The results confirm most of the findings of previous research on the subject, while some fresh insights on the interrelationships of the constructs used are also revealed.

The results of the study have serious implications for industrial marketers, organizational buyers, management consultants, and business educators, who may use the empirically tested model as a diagnostic and monitoring tool in guiding business relationships in the proper direction.

The article concludes that an integrative approach to studying the behavioural aspects of industrial buyer‐seller relationships can provide a more realistic understanding of the constructs at work, compared with a partial one which may conceal some of the effects of one construct over others and/or show misleading associations among constructs.